The Automotive Leaders Podcast

Episode DescriptionStrategic planning is traditionally a dreaded affair. Days of meaningless corporate speak and internal competition usually fail to result in something inspiring or exciting that a team can get behind.But it doesn’t have to be this way. In this episode of Finding Gravitas, Jan shares her top five tips on how to break the bygone corporate mold so you’re prepared to authentically lead your next strategic planning meeting.Episode Summary When we think of strategic planning, our mind likely conjures images of dull conference rooms and PowerPoint presentations loaded with meaningless corporate phrases. And then there’s all the politics and the gamesmanship — the atmosphere of competition in the room speaks volumes. At the end of the day, you may come away with strategic goals to “improve revenue and profitability” or “diversify your customer portfolio.” But what does that even mean?“This is supposed to be a strategy meeting, where you're outside of the day-to-day, you're not in the weeds, you're thinking onward and upward. And you're thinking about where to take this company next. That's what strategy meetings are for,” says host and founder of Gravitas Detroit Jan Griffiths.The truth is, we’re still trying to fit this mold of a bygone corporate age that just doesn’t work. When the people in the room are too afraid to be judged for proposing a potentially great idea, the creativity and innovation we hope will come from strategic planning are subdued.The automotive industry is never going to meet the lofty goals of moving toward more electric and autonomous vehicles if we keep running strategy meetings like this. “It's time to step up and change this process to imagine what it could look like in an authentic leadership culture,” Jan says. Yes, strategic planning meetings can be rewarding, exciting, and inspiring for you and your team. And they should be.In this solo episode of Finding Gravitas, Jan shares her five biggest pieces of wisdom for how to improve your approach to strategic planning and rally a team around your goals. Themes discussed in this episode: How traditional strategic planning slows innovationChoosing an inspiring meeting venueWhy corporate language doesn’t make you work smarterHow to rally support around new strategic objectivesThe virtues of “positive accountability” Why you should make time to dream big about futureFeatured Expert: Jan Griffiths (Host)📽️ What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast (formerly, Finding Gravitas Podcast).Episode HighlightsTimestamped inflection points from the show[4:32] The grace of Steve Kiefer: The mission of this podcast is to drive a more authentic version of leadership in the automotive industry. Jan’s prior guest, Steve Kiefer of General Motors, embodied that mission by offering his time to come on the show.[7:52] The dread of strategic planning: None of us look forward to the politics and competition that mark strategic planning. What are the consequences of this competitive environment on yourself and your company?[11:33] Strategic planning — what is it good for?: Let’s be real: the outcomes of these meetings are often broad strategic projects rife with corporate speak, not the exciting, forward-looking planning we all hope for. It’s time to break that mold and create a process that will actually help us progress. [14:17] Go off-site: If you want your team members to feel excited about strategic planning, your everyday conference room is not the place to do it. Find a venue that inspires energy, where you can feel the innovation in the room — not a hotel conference room.[16:46] Imagine a bright future: YouTube didn’t reach a million views per day until well into its life cycle. Now, it’s our go-to platform for videos. Don’t be afraid to spend the time — yes, unstructured time — imagining what the future could be like.[18:37] Develop a solid ‘why’: You can’t develop a strong mission and set of objectives — and a rallying cry around those objectives — without a strong ‘why.’[20:22] Put yourself on the top of the mountain: If you’re going to succeed with your strategic plans, you have to picture what it looks or feels like when you’re there.[22:22] Get clear: You can’t mobilize your team around your mission with corporate speak because not everybody speaks corporate. Stop trying to fit the mold and keep it simple.[24:00] Hold yourself accountable: It’s one thing to establish your strategic objectives; now you have to communicate them, rally people around them, and follow through on your promises. Tune into the next episode to learn about how “positive accountability” can help you accomplish that.Top quotes[13:44] “In automotive, we talk about EVs and autonomous driving and the fact that we need to change. And we love that California culture, the tech culture. But if we keep running strategy meetings like this, we're never going to get there, we're never going to get the process that we want. It's time to step up and change this process to imagine what it could look like in authentic leadership culture. ” [17:16] “We need breakthrough, groundbreaking, moonshot-type ideas in this meeting. We cannot stay in this mold of incremental steps of improvement, 5% improvement on this, 10% improvement on that. No — be bold, think big. Get rid of the constraints in your thinking. Banish the fear in the room, the fear of judgment, and the fear of failure. ”[21:19] “Wayne Gretzky doesn't play to where the puck is; he plays to where the puck is going to be. But you have to be able to visualize that emotionally, physically, you have to think about it.”[22:55] “Your mission as a leader is to develop the strategic plans for the company and then mobilize an army around them. And you can't do that with corporate speak, because corporate speak is too vague and not everybody speaks it — they all have different interpretations.”

It's time to launch your supplier podcast - click here for more detailsThe 2022 Plante Moran WRI® (Working Relations Index®) Study of North American auto supplier-Original Equipment Manufacturer (OEM) relationships is a bedrock survey in the industry. But does it really impact the bottom line? And what can OEMs do with the information?Dave Andrea, principal at Plante Moran and guardian of the WRI, relies on insight gathered across the industry to help answer these questions. And as someone who spent almost forty years at General Motors, Steven Kiefer, chairman of The Kiefer Foundation, provides an unmatched inside look at the internal processes OEMs use for change.“For the OEMs, [the WRI® is] a fantastic piece of data,” Steve says. It provides an invaluable view of the relationship between automotive OEMs and their supply bases (aka suppliers), which is paramount because if there is any tension, OEMs aren’t efficient, which hinders organizational growth.Beyond just looking at the WRI® as useful data to look at how to improve, it’s also about proactively using this information within an organization to actually improve by increasing overall organizational effectiveness and leading to more growth. These actions are at the heart of improving supplier relationships. “You can see how much mutual dependency there is between the supplier and the OEM,” Dave says.On this episode of Finding Gravitas, Dave and Steve share how the power of the 2022 WRI® Study directly impacts the change OEMs seek within their organizations, and what this tells us about the future of supply chain leadership in the automotive industry.Themes discussed in this episode: How the WRI® has become a crucial source of data for organizational changeHow looking at feedback objectively benefits OEMs in the long termHow OEMs can apply the right strategy to action the data in the right wayThe importance of communications and alignment to enterprise successThe future of supply chain leadership in an ever-changing industryHow new startups and EV culture are shaking up the industry and what to do about itThe importance of humility and vision in leadership and the 21 traits as a toolboxFeatured GuestsDave AndreaWhat he does: as Principal at Plante Moran, self-described “accidental analyst” Dave Andrea is a guardian of the WRI®. Dave grew up with a passion for automotive from the get-go and is still going strong.On gravitas: “It’s about being aware of other people, being humble to be able to stop and help someone else. But you’ve had to get there first — you’ve had to build up your own credibility base or your own resources or your own network to be able to help someone else, and make that opportunity open up a door for someone else to succeed, just as any one of us has.”Steven KieferWhat he does: “Just a kid from Detroit,” Steven Kiefer recently retired from a four-decade career with General Motors. Father of four Steven is chairman of The Kiefer Foundation, which he founded in honor of his second son Mitchell who was killed by a distracted driver. This episode is dedicated to the Foundation, and we ask that you please take the pledge and support it in a way that works for you.On Gravitas: “It’s all about setting a clear vision and making sure you inspire people to do things that they never thought they could do without your leadership.”Episode HighlightsTimestamped inflection points from the show[6:47] WRI® history: Dave and Steve discuss the WRI®’s background, its importance to and its impact on OEMs and automotive supplier relationships. “Year to year, internally at each OEM, how can they improve their working relationships to fulfill their strategies?” Dave asks.[14:12] Taking action: Steve discusses his strategy for getting GM to take the WRI® seriously. “We made sure that everybody got exposure to it. That was the most important thing — especially that first year where the data wasn’t very good.”[18:25] Best practice: Dave shares his experience with varying OEM reactions, and how these play into overall business strategy. “If you can take a step back and say that it’s not personal — it’s not directed at the individual — you can see how much mutual dependency there is between the supplier and the OEM.”[22:19] Communication and enterprise issues: “Clear, transparent communications and setting of goals is most important,” Steve says. “Be very open with suppliers on what the cost challenge is, and let them be part of the solution.” But alignment between different business functions is crucial with regard to “[ensuring] that supplier relations are not just on the shoulders of the purchasing organization,” Dave says.[27:55] Future focus: Dave and Steve share insight about the ongoing change in business and supply chain leadership, how to overcome the challenges presented by EVs and startups, and how to incorporate new OEMs. “We grew up very much in this command and control model,” Jan says. “How on earth do you break away from that legacy culture?”[40:50] On leadership and gravitas: Steve and Dave talk about which of the 21 authentic traits mean the most to them, as well as their own personal definitions of gravitas.Top quotes[6:19] Jan: “I couldn’t think of a better person [than Dave], quite frankly, to be the guardian of the WRI® — such an important survey, and I fear that we’ve given it lip service to a certain extent.”[9:32] Dave: “Many of them compare it to an employee satisfaction survey: You don’t want to give your honest opinion back to your supervisor for fear of your career. It’s no different: You don’t want to give that honest opinion back to your customer who’s absolutely shaping your future.”[11:15] Steve: “We always say feedback as a gift, and you have to decide what you’re going to do with it. But this is the ultimate unbiased feedback that an OEM can choose to look at and really look into the organization and try to understand how they can improve because I do think that the success of the OEM is largely dependent on the relationships and the performance of their suppliers.”[25:58] Steve: “The issue is an enterprise issue, it’s not a purchasing issue. … We saw engineering as the absolute critical partner … manufacturing and some of the other functions [also] had … very important role[s] in the supplier relationship. And over time, I think that improves as well. So it’s clearly about the enterprise, not about one function.”[39:19] Dave: “We’ve taken the survey — as John Henke had before — to non-automotive sectors because what we’re talking about here is completely applicable to any manufacturing or other service areas that have large, complex supply chains.”

It’s rare to be able to benefit from authentic leadership insight from both a manager and one of her team members. But approaching the leadership model of the future in action from both sides of the discussion is the key to real change and growth — and this applies just as much to automotive as management in any other industry.In a truly unique take on gravitas and the power of management, leadership coach Cathy Mott returns for a discussion with her ex-“ssob” (boss spelled backwards) and now lifelong friend Dr. Toni Flowers, who refused to be called a boss by her team.Dr. Toni not only has an eye for talent, but sees nurturing her team as a privilege leading to great things in the future. “She allowed me to go to this program which was such a gift,” Cathy says. “And here I am — many years later — as an executive coach running my own business, because she believed in me and gave me that gift.”Dr. Toni is driven by a powerful vision which took her — in her own words — “from the broom to the boardroom.” Born to be a healer, her destiny led her down the path toward truly authentic leadership and its gifts by unlocking what was already inside herself.Meanwhile, Cathy sees herself as a beneficiary of this on her own journey in helping executives and others in management to harness the true power of leading with authenticity.On this special episode of Finding Gravitas, Dr. Toni and Cathy share how their professional and personal dynamic supercharged their work together and took them both to new heights in their respective careers as authentic leaders.Themes discussed on this episode: Spotting and nurturing talent to unlock the hidden potential in new hiresHow great feedback can be a source of joy and inspirationHow having a powerful vision of yourself defines your futureHow failure can be a source of growth and opportunity if you’re willing to be introspectiveWorking with leaders at all level for real authentic leadership insightHow gravitas is actually a privilege — to impact people’s lives for better or worseBeing a continual learner and an active listener to keep growingFeatured Guest: Cathy MottWhat she does: Cathy Mott is the mind, body and spirit behind CWC Leadership, offering executive and leadership coaching. With diverse experience across the automotive, education and healthcare industries, Cathy wants to bring her very best to encourage authenticity in a confidential space for her clients.On Gravitas: “Mind, body, soul and spirit … it's all about bringing 100% of myself as a gift to other individuals…. I always want to bring the best version of myself to my clients. And I love creating the space for people to be truly authentic in the moment in the space of coaching.”Featured Guest: Dr. Toni FlowersWhat she does: As Chief Diversity and Social Responsibility Officer at LCMC Health, Dr. Toni Flowers shares her gifts as a leader with a keen eye for innate talent across her teams. On Gravitas: “It is acknowledging that you have a privilege, and that [that] privilege is impacting the lives of those that support you, those that report to you [and] share your work, and execute your vision. And recognizing that [that] privilege can be misused [and] abused, or embraced.”Episode HighlightsTimestamped inflection points from the show[6:35] On hiring talent: Dr. Toni explains the special traits Cathy had that made hiring such an easy decision. “The thing about Cathy that stood out to me and still does,” she says, “is that Kathy always appears fearless. And whenever she does something that is amazing to her, it's not surprising to me, because I always expect her to do great things.”[11:21] On gravitas: “Cathy would go down to the CEO’s office,” Dr. Toni explains, “because she already knew his schedule, and she would close his door, and she would give him the truth. And that takes a lot of guts and gravitas.”[14:56] On the pleasures of receiving great feedback: Cathy talks about how Dr. Tony is “so good at giving feedback, you want her to give you feedback on how you can improve.”[18:20] True colors: Cathy talks about Dr. Toni’s unique method for coaxing the best out of people. “I will never forget that: that someone knew me that well [and] cared enough about me to get me to a good place, so I could do the best work possible. She was amazing.”[20:00] The essence of leadership: “There’s a growing consciousness and recognition that it’s not about treating everybody the same,” reminds Jan. “You’ve got to meet people where they’re at, and you’ve got to connect with the individual on a human to human level. That’s what great leadership is.”[20:29] From the broom to the boardroom: Dr. Toni shares her origin story and determination to shine based on her personal vision. “While I was sweeping floors and brushing toilets clean, I knew that I was the best nurse in the world,” she says, “I just hadn’t achieved that yet. So I think your perspective of yourself, and knowing what your goal is, really helps to establish who you are in spite of where you are.”[26:27] Executive coaching insights: Cathy talks about what she’s learned from her experience with numerous leaders at all levels, including what she’s learned from her “ssob” (“boss” spelled backwards) Dr. Toni. “The number one emotion that I coach for is fear,” she says.[30:51] Failure as reality check: Dr. Toni and Cathy talk about how failure can lead to opportunities for growth, but it requires real introspection. “When you are authentic,” Dr. Toni says, “people can see it and sense it and smell it and taste it. And when you’re faking it, it just stinks.”[38:47] Listen and learn: Dr. Toni and Cathy discuss which of the 21 traits of authentic leadership resonates most, landing on curiosity through continual learning and active listening.Top quotes[4:15] Cathy: “I feel like I am authentically doing what I was created to do. … I happily will say that a lot of that is because of having the privilege to work with Tony and her being able to see my natural gifts and talents that I necessarily didn’t see at the time.”[12:14] Jan: “Often, leaders are reluctant to put people in a role that helps them grow and challenges them … leaders are looking for safety … it’s got nothing to do with that technical skill. It has everything to do with the caliber of the individual and all the traits that you just described. So we need to encourage people to do more of that.”[22:56] Dr. Toni: “I never allow anyone that reports to me to call me boss, because we are a team. I happen to be the leader and the full responsibility is mine, but we all have to be accountable. And so for me, it was recognizing that I could not do my role alone: I had to be the visionary … but I need other people with other skills to help make my team successful. … It was that perspective that helped me to empower the people that reported to me because I needed them.”[35:47] Dr. Toni: “Taking that time to really examine yourself is key to being a good leader, because your team needs you to continue to lead them, have vision, and also recognize where they have the opportunity for growth. And if you’re stuck in your head all puffed up, then you’re not really being a benefit to anybody.”[36:47] Jan: “There’s a lot of fear of failure in the automotive industry, and it’s because of decades of a leadership model of command and control that's been in existence that we’re trying desperately hard to get away from. Some companies are making bigger strides than others.”

In this episode, I'll share the reality of living in a Covid world along with a walk back to episode 0Download the 21 traits of authentic leadership e book

Stellantis reverses controversial changes in contract terms for suppliersHere's the Automotive News articleGood move but what's next? how will Stellantis rebuild supplier trust?We're taking a break, recording from Wales, and changing habits and routines.Time to challenge your thinking and listen to an episode outside of your industry silo.Try one of these:Episode #35, David Chislett, Chief Activator & Weapon of Mass Creation Episode #33, Aled Miles, President & CEO of Sauce LabsEpisode #29, Clint Bruce, Former Navy Special Warfare OfficerEpisode #18, Michael Chime, Generation Z CEOEpisode #12, Nick Norris, Navy SEALEpisode #08, Kristy Fercho, Head of home lending at Wells Fargo & Chair of Mortgage Bankers AssociationEpisode #03, Laura Lawson, Chief People Officer - United Wholesale Mortgage

Regret is a “peculiar emotion,” says Daniel Pink. “People regret inaction more than they regret taking action.”What’s more, regret is universal — and healthy. But it’s in need of a rebrand. In his new book, “The Power of Regret: How Looking Backward Moves Us Forward,” Dan turns the conventional wisdom about regret into a positive force for change — and offers crucial lessons for leaders who strive for authenticity and gravitas. For those of us in the automotive industry, his analysis is especially apt. We can't afford to miss the opportunities we have in this moment of massive industry disruption. We should not look back and see the decisions we make as inadequate or obsolete. Dan's book includes insights from the last 50 years of social psychology, neuroscience, cognitive science, and developmental psychology, as well as his own groundbreaking research. His findings help us better understand what we as leaders can do to help our teams reach their full potential. (Spoiler alert: It's not about "command and control" or staying in our comfort zones.)Host Jan Griffiths welcomes Dan to discuss how regret can be a catalyst for change, particularly for automotive leaders. Other themes discussed on this episode: Why "doing the right thing" might just mean disrupting our fossil fuel-driven industryHow to choose comfort over discomfortMaking the choice to go back to the office (or not)What a traditional Japanese method of mending pottery can teach us about improving workplace culture  Featured Guest: Daniel PinkWhat he does: Dan is the author of seven books, five of which are New York Times bestsellers. His latest is “The Power of Regret: How Looking Backward Moves Us Forward”. Prior to his publishing career, Dan worked in various roles in politics and government, including as the chief speechwriter to Vice President Al Gore.On Gravitas: “It’s a mix of authenticity, credibility, and vision — all those three things combined. Authenticity, because the person is being true to herself. Credibility means that other people look at the person and can trust that person — trust not only their morality and what they say, but also trust their competence. And then vision. You can be an authentic person who has credibility and technical skill, and if you have no vision, you don't go anywhere.” Episode HighlightsTimestamped inflection points from the show[3:57] Who is Daniel Pink? Dan describes himself as a citizen, a father, a husband, and a writer — whose “story is unfinished.”[7:06] Age of reason: One of the few demographic differences Dan uncovered is that younger folks tend to split their regrets somewhat equally between action and inaction. But as we age, “inaction regrets take over, almost by about two-to-one margin,” he notes.[11:56] Cultural mosaic: The four categories of regret can give us clues about what makes a coherent corporate culture, says Dan. Fair pay and physical safety are basic values that mirror foundational regrets. Psychological safety is necessary for people to feel comfortable speaking up and taking chances, thus preventing “boldness regret.” The other two are more self-evident: Doing the right (moral) thing and a sense of belonging or affinity with one another that leads to connection. [12:40] Fueling the future: Dan thinks "doing the right thing" in the auto industry might mean evolving from the internal combustion engine to "cleaner" vehicles.[13:10] Wisdom from Intel: Former Intel CEO Andy Grove once said that when he had to face a tough decision, he’d ask himself: What would my successor do? That question is a great tool for leaders, says Dan. “Would your successor say, Wait a second: We’re at the brink of this seismic change. I’m going to slow things down […] I’m going to try to restrict progress? No, I don’t think your successor would do that.”[13:39] Inside story: Dan says another powerful question to ask is: What story do you want to tell yourself in 10 years? It’s like making a phone call to Future You. Chances are, in 2032 you’ll either applaud yourself for being at the forefront of positive transformations in the automotive industry or regret being an impediment to them.[17:17] Office space: Does post-pandemic life mean going back to the office? Maybe not all the time. Dan thinks we “have to give people a reason and have some kind of logic behind it.” Companies that required their teams to return to in-person work in the fall got a rude awakening: “They would say, Okay, everybody, if you want to be committed, you’ve got to be back in the office. And everybody under 40 was like, Okay, whatever. I’ll find a new job, dude.”[10:44] Failure is a (valid) option: Most people don’t regret their failures as much as they regret not trying at all. He saw thousands of people who said, I started a business that totally flopped, but I’m okay with that. Because at least I gave it a try. For every one person who regretted a failure, “there were 40 or 50 who had the opposite kind of regret.”[15:01] More than it seams: Kintsugi is the art of mending pottery with precious metals. “The goal was not to pretend those cracks didn’t exist, but to put gold in the seams of those cracks so that it had a different appearance and became more beautiful — because of the cracks, not in spite of the cracks,” Dan explains. “I think that’s an interesting metaphor for regret, that all of us have these cracks in our life, but they can be a source of beauty. They should not be a source of shame.” [24:58] On Gravitas: Dan chooses three of Jan's 21 traits of authentic leadership and explains why authenticity, credibility, and vision are at the root of gravitas.Top quotes[4:39] Jan: I do not want leaders in this industry to have any regrets. Dan: Well, I think that's a good aspiration. I think the other aspiration should be to help executives in your industry, or any industry, learn from their regrets rather than slide past them.[8:19] Dan: “Regrets are almost always regrets of inaction: If only I had traveled more. If only I had asked him out on a date. If only I had started that business. Even connection regrets are often regrets about inaction. Moral regrets are often regrets about action. So it is an interesting distinction in the architecture of regret that tells us a lot about what makes human beings tick and what makes life worth living.”[11:16] Jan: It takes guts, obviously, to make a decision; it takes a belief and a commitment in yourself to make that kind of a change. And when I look at the leaders out there right now in automotive, I know that they know that the world is changing. There's massive disruption in this industry. And they're gonna need to break the mold of command and control.Dan: Absolutely. [11:56] Dan: "These four regrets give us some clues about what makes a coherent corporate culture. What do you want as a leader? What kind of culture do you want [?] … If you want a culture with some degree of stability (that's what these foundation regrets are about), which are fair pay, physical safety … in the automotive manufacturing process. So people don't feel precarious. But bonus regrets — not only do you want to be able to take chances, but you want to create conditions of psychological safety that allow your team to take chances if we are in this period of incredible disruption. And obviously we … can't do it alone. You need people on your team to speak up and [for] people on your team to take chances, you've got to offer some psychological safety. You've got to do the right thing." [12:40] Dan: "A lot of this disruption is ultimately about, in some ways, doing the right thing — particularly when it comes to the conversion from the internal combustion engine, which is burning fossil fuel, to vehicles that are cleaner."[16:27] Dan: “For a long time, an office was a place that had the equipment and the people […] the tools you needed to create wealth. And you certainly couldn’t afford them on your own. That’s no longer true. Being in the office was the only way to talk to the people you were working with. That’s no longer true. So what’s an office for?” [18:46] Dan: “I don’t know whether there are nefarious motives behind welcoming people back, encouraging, urging people back to the office. I just think it’s a retreat to the comfortable, a retreat to the known. People generally don’t like uncertainty. And so the idea is like, Wait a second, this is going to be like this forever? I don’t like that. Let’s just make it the way it used to be. That’s a pretty common human instinct. It’s generally a dangerous instinct, but it’s pretty common.”[24:28] Dan: “When you say no regrets, I don’t have any regrets, I never look backward — that is an act of an abject lack of self-awareness.”

A look back into the evolution of the way we work today, where we're headed, the most recent Gallup survey, my personal story, a surprising announcement from an OEM, and the questions we need to be asking ourselves BEFORE we write that back to the office policy.Learn more about creating your own internal company podcast Learn more about your host, Jan Griffiths in this short video Episodes referenced in this episodeStephen M.R. Covey - Trust & InspireJason Stocker - VolitionArticles and data sources Great Lakes Data & Analytics Summit23 Essential Gig Economy Statistics [2022]: Definitions, Facts, And Trends On Gig Work – Zippia40-hour work week: The history and evolution | Culture AmpMitsubishi Motors Announces Industry-Leading New Work-From-Home Policy‘Please, Come Back to the Office’Hybrid workThe Future of Hybrid Work: 5 Key Questions Answered With DataReady to take action on authentic leadership in your company?Download the 21 traits of authentic leadership e book Visit us at Gravitas Detroit for more tools.

This episode is sponsored by Lockton, click here to learn more Sandy Stojkovski’s career took off when, during her first year at Cooper-Standard Automotive — her first job out of college — the Vice President of Engineering hand-selected her to run a manufacturing operation. She’s been paying it forward ever since by taking chances on employees with potential.  “I told him that I didn't think I was qualified,” Sandy recalls. “And he did something I will never forget. He told me he was choosing me not for my experience, but for the potential, he saw in me.”After obtaining three degrees from the University of Michigan, Sandy climbed the ranks of seven positions at five different companies. Eventually, she landed in her current position as CEO of North America at Vitesco Technologies. Over the 18 years that have passed since she worked at Ford Motor Company by day and took master’s courses at night, she gained invaluable knowledge about business development. However, the most important lessons she’s learned are about leadership. Sandy's leadership model is an inverted pyramid structure rather than the traditional hierarchy with a CEO at the top and everyone else at the bottom.“It’s about the team,” she says. “I serve as a player and a coach for the team … I care, and it's about seeing the team succeed.”In this episode, Sandy shares hard-won lessons on how to overcome imposter syndrome, the mental health (and thus productivity) benefits of maintaining a routine, and how to build trust among your teams.“If a leader is trustworthy and is focused on competency, carrying sincerity, and reliability," she says, "everyone wants to follow you.”Other themes discussed in this episode: Gaining trust by showing you careWhy getting buy-in from employees is a slow but worthwhile process Why it’s important to attract and retain Gen Z employees (as well as how to do it)How to be the leader you wish you’d had in the past Featured Guest: What she does: Sandy is the CEO of North America at Vitesco Technologies, a Regensburg, Germany-based automotive supplier for “clean, smart, and electrified” drivetrain and powertrain technologies.  On Gravitas: “Anyone can carry on with the status quo. That's called a manager. In most cases, a leader with gravitas is willing to do the unpopular and sometimes uncomfortable work of creating a new vision, and leading people there.”Episode HighlightsTimestamped inflection points from the show[2:05] Back to the beginning: Sandy explains her background, from her roots in southeast Michigan as a varsity athlete, flutist and dancer to her extensive experience in the automotive industry as a planning analyst, engineering director, VP and eventually CEO.[16:26] Taking a leap of faith: Long after her first boss took a chance on her, Sandy realized he promoted employees based on potential instead of just demonstrated experience. She talks about how his approach influenced her approach to leadership.[20:01] Making up for lack of experience: One of the most important lessons Sandy learned early in her career was how to overcome imposter syndrome. She explains why putting in the work can help make up for lack of experience through on-the-ground learning.[23:49] ‘Be the leader you wish you’d had’: At a previous job, Sandy learned to gauge people’s reactions when a meeting was over. She finds that post-meeting, some of the best ideas tend to come out — particularly if the leader of that meeting wasn’t making others comfortable enough to share.[25:38] Flipping the pyramid: The majority of Sandy’s actions as a leader stem from her visualization of authority within her organization: It’s not a pyramid where she sits at the top as CEO. It's an inverted pyramid that starts with everyone working together as a team.   [28:27] Nurturing a safe environment: Sandy understands that if her team members don’t feel safe, they won’t perform at a high level. She demonstrates why in a world of VUCA (volatility, uncertainty, complexity, and ambiguity), it’s increasingly important to be transparent and ask for input in order to foster psychological safety.[31:38] Why it’s worth the extra time: Sandy is aware that her approach to leadership takes more time than simply giving commands. But she thinks it’s worth the extra effort because it takes a whole lot longer to get things done if there is no employee buy-in.[32:59] There is no team without trust: A discussion of Sandy’s favorite of Jan’s 21 Traits of Authentic Leadership evolves into a point about why no company can function without trust: “Do you really think you can deliver the bottom line if you don't have your team? And do you really think you have your team if they don't trust you?”[36:26] The power of Gen Z: Sandy discusses her perspective on attracting and retaining Gen Z. She says it's important to learn what they need and want and provide as much of that as possible (for example, ask them about their ideal return-to-work policy).[42:07]  On Gravitas: Sandy’s definition of gravitas borrows from the David Foster Wallace definition of leadership: “It's not just enough to be visionary and to hope for a vision to come to reality,” she adds. “A leader with gravitas also isn't afraid to hope, and then uses even anger and courage to create a real pathway to achieving these harder, better things.”[44:34] Find a routine and stick to it: It’s easy to get stressed when you have a leadership role, especially in the COVID-19 era. Sandy explains why sticking to a routine in your personal life, such as her tradition of never missing a workout, can have positive effects on your work life. Top quotes[5:57] “He [her first boss] was really unique in seeing potential and choosing someone for potential instead of only demonstrated experience. So I am committed, as a leader, to continuing to pay it forward, looking for potential in others and not just demonstrated experience.”[20:55] “A pretty important piece of overcoming that imposter syndrome was to say, Hmm, if you work hard enough at it, you can figure it out. And it's really about how quickly you can figure it out — not about if you're going to fail or not.”[26:14] “I don't actually believe that being in leadership puts you at the top of the pyramid. I believe that it should be an inverted pyramid. It is about the team. I serve as a player and a coach for the team.”[28:50] “We need the best of all of our team members contributing and pivoting and bringing new ideas and information forward. So you've got to have a psychologically safe culture. And I believe it happens from being very collaborative. … instead of pushing decisions on people, it's about engaging.”[33:41] “If a leader is trustworthy, and is focused on competency, sincerity, and reliability, then you truly have the absolute ability to lead, and everyone wants to follow you. Because they see you care, they see you have the competency, they see you're sincere and reliable. This is what I focus on.”

This episode is sponsored by Lockton, click here to learn more Get Stephen's latest book Trust & Inspire, click hereStephen M.R. Covey wants you to trust your employees. And he wants you to do so by putting in the time to truly connect with them — while resisting the urge to micromanage.“You’re truly empowering people around an agreement with clear expectations and with accountability,” he says of his “trust and inspire” leadership model. “And with that, you can do so much more. People will actually judge themselves against the agreement and report back to you, instead of you having to hover.”Stephen’s leadership career began in 1989 when, after graduating from Harvard Business School with an MBA, and with nearly two years of experience as a leasing agent with Trammell Crow Company under his belt, he was at a crossroad.“I was really debating going back to [Trammell Crow] after getting my MBA when my father said, ‘why don’t you join with me?’” Stephen recalls. And when your father is the author of “The Seven Habits of Highly Effective People,” joining him is decidedly the correct choice. So, they worked together to create the Covey Leadership Center, and Stephen climbed the ranks from Client Partner to CEO over the course of the next five years. But eventually, Stephen realized he had more to offer the world, leading him to write three books around the concept of trust and inspire leadership.In this episode, he explains the ins and outs of this concept and why it’s the necessary replacement for the “command and control” model. “You win in the workplace when you build and inspire a high-trust culture, and you win in the marketplace when you collaborate and innovate. That’s how you stay relevant in a changing world,” he says. Themes discussed on this episode: How his father’s success influenced Stephen’s childhood and eventual career The difference between the command and control leadership model and the trust and inspire modelWhy Stephen believes trust and inspiration go hand-in-hand with innovation and winning Why gaining trust is a slow but worthwhile processWhy today’s digital-first and ever-evolving work environment deserves a new leadership modelHow believing people are innately good will lead you down a path of connection and collaborationThe difference between position authority and moral authorityFeatured Guest: Stephen M.R. Covey📽️ What he does: Stephen M.R. Covey is the former CEO of Covey Leadership Center, which maintains a mission to “develop principle centered-leaders of character and competence who elevate society.” Currently, he’s the Global Practice Leader of Global Speed of Trust Practice, the result of the merger between consulting practice CoveyLink and leadership training company FranklinCovey. He’s also the author of three leadership books, including his most recent, “Trust and Inspire: How Truly Great Leaders Unleash Greatness in Others.”💡 On Gravitas: “The Greek philosophy of influence was expressed in three words: ethos, pathos, logos,” says Stephen. “What gravitas means to me— it’s ethos, pathos, and logos in that order, in that sequence. And so in my trust and inspire model is modeling, trusting, inspiring. … That’s gravitas. It’s who you are. It’s your credibility, it’s your moral authority that precedes you.”Episode HighlightsTimestamped inflection points from the show[2:54] Where it all started: Stephen discusses his childhood as the son of Dr. Stephen R. Covey, author of “The Seven Habits of Highly Effective People,” and why, after receiving his MBA, he chose the path of the family business rather than going out on his own. [7:45] ‘Something to say’: After scaling FranklinCovey, Stephen witnessed firsthand the weaknesses of the command and control leadership model. That’s what led him to become an author focused on a new, opposing leadership model: trust and inspire, which he explains here.[12:20] Sharing his knowledge: The most important lesson Stephen learned in the last few years, which has only been further proven by the pandemic, is that the best leaders know the difference between management and leadership. Here, he explains why “You manage things, but you lead people.” [17:06] Innovation is the key ingredient: Stephen believes if you don’t build a high-trust work culture, you won’t be able to collaborate or innovate. In this section, he discusses why trust leads to innovation, and innovation leads to “winning in the workplace, which is what will enable you … to win in the marketplace.”[23:29] Most people are good: All of Stephen’s actions as a leader stem from the basic belief that most people are good and worth being trusted. He explains why that’s a great starting point for a growth mindset.  [27:50] Slow and steady wins the race: Stephen recognizes that speed doesn’t always equal success. Here, he demonstrates why it’s worth taking the extra time needed to build trust among your employees so that in the long run, that high-trust work culture allows you to tap into their creativity and commitment. [33:31] Report back: Stephen says one of the most effective ways to gain and maintain trust is to empower people. He details one way of doing that: encouraging them to report back with details rather than micromanaging. [38:12] Trust = leverage: A discussion of his favorite of Jan’s 21 Traits of Authentic Leadership evolves into a point about why connecting with people increases execution, ability and other important elements of a successful business. He then elaborates by explaining why “trust is … highly leveraged in our world today.”[42:06] The proof is in the pudding: Stephen discusses his most recent book and why it was important to include specific data to back up his arguments about the power of trust. [45:18] ‘One person’s strengths compensate for another’s weaknesses’: It’s easy to get competitive in the workplace. But what if you could transform that competitive spirit to a collaborative one? Stephen explains why his mindset is to “compete externally in the marketplace,but internally let's complete each other, let's be complementary”[46:29]  On gravitas: Stephen’s definition borrows from the Greek philosophy of influence, which he explained through ethos, pathos and logos: “That’s gravitas. It’s who you are. It’s your credibility, it’s your moral authority that precedes you.” Top quotes[5:57] “It is trust that makes our world go round. It is trust that makes our organizations thrive. And it certainly is trust that makes our relationships happy and joyful. If you can get good at building trust on purpose, what an advantage that is.”[8:50] “Now people are working from home, working from anywhere … [there are] so many choices and options for people. And it just really has made clear that command and control is not going to work in this new world of work.”[12:19] “You can keep a command and control mindset in the management of things. That can work. But as you work with people … trust and inspire is a far better approach … to bring out the best in them and, ultimately, the best in their oversight of the things and processes that they manage.”[28:35] “Be efficient with things and be effective with people. Taking the time to listen, to understand, to demonstrate respect and to involve people — while it takes time up front, you’ll move faster in the long run.”[44:22] “My job as a leader is to go first … I’m a steward. I have a responsibility, a job with a trust for those that I lead. It’s not just a position of authority, it’s a moral authority that I need to lead with. It’s a different approach.”

In this episode, Jan covers a few of the noteworthy topics in the automotive industry and how they relate to leadership.👉 Ford announcement on the EV split, how will this work?👉 Stellantis and a few more stumbles 🤦🏻‍♀️👉 "A golf club to a tennis match" Stephen M.R. Covey on command & control leadership👉 Surprise guest coming.......👉 A new podcast is on the way - check it out here, it officially launches on March 21Episodes referenced in this episode:-Stefan KrauseDoug ConantArticles referenced in this episode:-Ford separating EV business from ICE vehiclesTavares: Suppliers will need to eat cost to keep EVs affordableStellantis CEO, UAW spar over worker absenteeism after robust 2021 earnings reportBoost employee engagement with an internal podcast by Gravitas Detroit, learn more here. Meet your host Jan Griffiths and get ready to be inspired in this video short